英文原版书籍
项目管理英文原版书籍
- THE AMA HANDBOOK OF PROJECT MANAGEMENT
CHAPTER 1 What Is Project Management?
CHAPTER 2 Bodies of Knowledge and Competency Standards
In Project Management
CHAPTER 3 Project Management Process Groups:
Project Management Knowledge in Action
CHAPTER 4 Initiation Strategies for Managing Major Projects
CHAPTER 5 Comprehensive Planning for Complex Projects
CHAPTER 6 Controlling Costs and Schedule:
Systems That Really Work
CHAPTER 7 Project Management Integration in Practice
CHAPTER 8 Project Scope Management in Practice
CHAPTER 9 Time Management in Practice
CHAPTER 10 Project Cost Management in Practice
CHAPTER 11 Project Quality Management in Practice
CHAPTER 12 Human Resource Management in Practice
..................................
CHAPTER 36 R&D Project Management:
Adapting to Technological Risk and Uncertainty
CHAPTER 37 Applying Project Management Tools and Techniques
in the Ecosystem Restoration Industry- The Art of Project Management
Chapter One. A brief history of project management (and why you should care)
Chapter Two. The truth about schedules
Chapter Three. How to figure out what to do
Chapter Four. Writing the good vision
Chapter Five. Where ideas come from
Chapter Six. What to do with ideas once you have them
Chapter Seven. Writing good specifications
Chapter Eight. How to make good decisions
Chapter Nine. Communication and relationships
Chapter Ten. How not to annoy people: process, email, and meetings
Chapter Eleven. What to do when things go wrong
Chapter Twelve. Why leadership is based on trust
Chapter Thirteen. How to make things happen
Chapter Fourteen. Middle-game strategy
Chapter Fifteen. End-game strategy
Chapter Sixteen. Power and politics- Configuration Management Principles and Practice
Chapter 1. Definition of Configuration Management Used in This Book
Chapter 2. Configuration Management in Maturity Models
Chapter 3. Configuration Management in International Standards
Chapter 4. Organizations Working with Configuration Management
Chapter 5. Scoping the Configuration Management Task
Chapter 6. What Can Be Placed under Configuration Management
Chapter 7. What One Needs to Know about a Configuration Item
Chapter 8. What One Must Register for a Configuration Item
Chapter 9. What Information Is Available for Configuration Items
Chapter 10. People and Configuration Management
Chapter 11. Configuration Management Roles
Chapter 12. Organizational Roles
Chapter 13. Project-Related Roles
Chapter 14. External Roles
Chapter 15. General Principles
Chapter 16. Configuration Management in Development Activities
Chapter 17. Managing Configurations for Project Support Functions
Chapter 18. Managing Configurations in Different Development Models
Chapter 19. Managing Configurations for Different Product Types
Chapter 20. Managing Configurations under Special Conditions
Chapter 21. Managing Configurations for Cross-Organizational Functions
Chapter 22. Getting Started on Configuration Management梪p to Capability Level 1
Chapter 23. Planning Configuration Management梪p to Capability Level 2
Chapter 24. Processes for Configuration Management梪p to Capability Level 3
Chapter 25. Continuous Improvement of Configuration Management梪p to Capability Level 4 and 5
Chapter 26. Tool Support for Configuration Management- PMP Project Management Professional Study Guide
Table of Contents
PMP Project Management Professional Study Guide
Introduction
Part I - Project Initiation
Chapter 1 - Introducing Project Management
Chapter 2 - Examining the Project Management Framework
Chapter 3 - Examining the Project Management Processes
Part II - PMP Exam Essentials
Chapter 4 - Implementing Project Integration Management
Chapter 5 - Managing the Project Scope
Chapter 6 - Introducing Project Time Management
Chapter 7 - Introducing Project Cost Management
Chapter 8 - Introducing Project Quality Management
Chapter 9 - Introducing Project Human Resource Management
Chapter 10 - Introducing Project Communications Management
Chapter 11 - Introducing Project Risk Management
Chapter 12 - Introducing Project Procurement Management
Chapter 13 - PMP Code of Professional Conduct
Appendix A - Critical Exam Information
Appendix B - About the CD- Agile Project Management with Scrum
Table of Contents
Agile Project Management with Scrum
Foreword
Introduction
Chapter 1 - Backdrop: The Science of Scrum
Chapter 2 - New Management Responsibilities
Chapter 3 - The ScrumMaster
Chapter 4 - Bringing Order from Chaos
Chapter 5 - The Product Owner
Chapter 6 - Planning a Scrum Project
Chapter 7 - Project Reporting— Keeping Everything Visible
Chapter 8 - The Team
Chapter 9 - Scaling Projects Using Scrum
Appendix A - Rules
Appendix B - Definitions
Appendix C - Resources
Appendix D - Fixed-Price, Fixed-Date Contracts
Appendix E - Capability Maturity Model (CMM)- The Portable Mba In Project Management
PART ONE THE CASE FOR PROJECT MANAGEMENT
1. Project Management Is a Strategic Strength 5
Eric Verzuh
2. Leading the Change to a Project-Based Organization 26
Robert J. Graham and Randall L. Englund
PART TWO THE PROJECT MANAGEMENT
DISCIPLINE
3. Project Selection 59
Jack R. Meredith and Samuel J. Mantel Jr.
4. Building the Action Plan: Scheduling, Estimating, and
Resource Allocation 98
Eric Verzuh
5. Achieving Stakeholder Satisfaction through
Project Control 142
Eric Verzuh
6. Project Risk Management 179
Eric Verzuh
7. Quality, Quality Management, and Project Management 207
Ned Hamson
PART THREE BUILDING A HIGH-PERFORMANCE
PROJECT TEAM
8. A Model for Building Teamwork 251
Elaine Biech
9. Discipline: The Glue That Holds It All Together 262
Neal Whitten
10. Virtual Team Critical Success Factors 287
Deborah L. Duarte and Nancy Tennant Snyder
PART FOUR MANAGING THE PROJECT-BASED
ORGANIZATION
11. Stage-Gate™ New Product Development Processes:
A Game Plan from Idea to Launch 309
Robert G. Cooper
12. Enterprise Project Management: The Path to Maturity 347
Denis Couture
13. Creating an Environment for Successful Projects in
Your Organization 378
Robert J. Graham and Randall L. Englund
14. Integrating Project Management into the Enterprise 394
Eric Verzuh- The Fast Forward Mba In Project Management,2Ed
PART 1 INTRODUCTION
CHAPTER 1—PROJECT MANAGEMENT IN A CHANGING WORLD
CHAPTER 2—THE PROJECT ENVIRONMENT
PART 2 DEFINING THE PROJECT
CHAPTER 3—PROJECT STAKEHOLDERS
CHAPTER 4—MAKING THE RULES
PART 3 THE PLANNING PROCESS
CHAPTER 5—RISK MANAGEMENT
CHAPTER 6—WORK BREAKDOWN STRUCTURE
CHAPTER 7—REALISTIC SCHEDULING
CHAPTER 8—THE DYNAMICS OF ACCURATE ESTIMATING
CHAPTER 9—BALANCING THE PROJECT
PART 4 CONTROLLING THE PROJECT
CHAPTER 10—BUILDING A HIGH-PERFORMANCE PROJECT TEAM
CHAPTER 11—COMMUNICATION
CHAPTER 12—MEASURING PROGRESS
PART 5 PUTTING THE DISCIPLINE TO WORK
CHAPTER 13—ENTERPRISE PROJECT MANAGEMENT
CHAPTER 14—APPLICATION IS THE ART: SOLVING COMMON PROJECT PROBLEMS
APPENDIX: THE DETAILED PLANNING MODEL- Project Leadership
Chapter 1 - The Origins of Project Leadership
Chapter 2 - Project Initiating
Chapter 3 - Project Planning
Chapter 4 - Project Executing
Chapter 5 - Project Closing
Chapter 6 - Project Leadership Challenges
Appendix A - Project Leadership Assessment—Organizational
Appendix B - Project Leadership Assessment—Individual
Appendix C - Project Leadership Assessment—Team- Project Manager Competency Development Framework
SECTION 1—COMPETENCY FRAMEWORK OVERVIEW
SECTION 2—PROJECT MANAGEMENT KNOWLEDGE/PERFORMANCE COMPETENCIES
SECTION 3—PERSONAL COMPETENCIES
SECTION 4—DEVELOPING COMPETENCE AS A PROJECT MANAGER- CREATING THE PROJECT OFFICE
PART ONE: CREATING THE CONDITIONS FOR CHANGE 1
1 Leading Organizational Change 7
2 Clear Danger: Creating a Sense of Urgency
and Economic Value 33
3 Powerful Forces: Building a Guiding Coalition 53
4 Focus: Developing and Communicating the Project Office
Vision and Strategy 83
5 Tell the Tale: Harnessing Internal Support 109
Robert Storeygard, 3M
PART TWO: MAKING CHANGE HAPPEN 125
6 Contact: Managing the Change 129
7 Implementing the Project Office: Case Study 167
Alfonso Bucero, PMP
8 Keep Moving: Getting Your Arms Around Chaos 197
Colonel Gary LaGassey, USAF
9 In or Out? Staffing and Operating the Project Office 219
PART THREE: MAKING CHANGE STICK 245
10 Looking Forward: Embedding Project Practices
in the Culture of the Organization 249
Dennis Cohen, Strategic Management Group
11 The Tale We Tell 277
Index